Dqsss

Transportation Security Administration (TSA) checkpoints in airports have cross functional operations within that effect the public and private sectors. The volume of traffic, other involved networks and busy periods of the day would all contribute to the queuing of a TSA checkpoint. The customer to server ratio, order of operations within the checkpoint and the arrival process should all be examined when developing a queue system for a TSA (Ferreira et.al., 2011). The opportunity to look at these items first would provide a broader outlook on the current systems, current resources and current functions in order to establish the necessary improvements.

Based on the TSA scenario, the merging of the public and private sector includes the combination of customer service in order create a queuing process. Fast lanes can establish a quicker resolution to the external problems of the public while the speed while ultimately resolving internal productively issues through customer service. Being aware of the volume of customers during peak hours of the day could permit management the opportunity to adjust prior to high traffic time rather than being reactive. Managers can establish customer service needs in order to exceed the publics expectation of services. Lastly, utilizing electronic options during these operations could assist in the queuing process as well.

If all of these recommendations were considered, the day-to-day traffic that affects the public, customer service personnel and management could be streamlined through the queuing process. Healthcare is an industry where I’ve seen queuing used to ensure the fast and efficient service flow for both the public and private sectors to benefit seamlessly. Examples are within urgent cares, clinics and emergency rooms. Queuing permits the efficiency of movement for people or objects through several series, systems, departments, operations or services. Therefore the TSA could and should benefit from using queuing because it combines the public and private sector for the purpose of delivering a service.

References

Ferreira, M. A. M., & Andrade, M., Filipe, J. A., & Coelho, M. P. (2011). Statistical queuing theory with some applications. International Journal of Latest Trends in Finance & Economic Sciences, 1(4), 190-195.

DQ2

Queuing theory is a mathematical theory of waiting lines, or more precisely, mathematical modeling and analysis of systems that provide service to random demands (Cooper, 2000). Queuing theory takes into account a random arrival process and a random service process. Some common examples of queue disciplines are: first come first served, last in first out, first in first out, processor sharing, service in random order, priority, and general discipline (Ferreira, Andrada, Filipe, & Coelho, 2011).

What are the key things you consider in evaluating and using the process of queuing, and why are these elements important?

In the TSA example, key things to consider are peak arrival times, processing times, customer needs, and staff needs. Arrival times are important because knowing the peak arrival times prior to departure can assist with right-sizing the processing staff in order to maximize efficiency. Processing times are an important element, in determining queue capacity and staff numbers. Customer needs are an important element, because the customer needs to feel like they are informed of what the screening process will be. Staff needs are important because staff need to feel like they know the process and have the tools they need in order to work efficiently.

How might queuing improve processes in the public sector?

In the public sector, queuing can improve many processes. Queuing is a key component of transportation planning and design, and traffic flow and capacity studies are required in most jurisdictions prior to building or improving roadways. Public agencies perform many tasks on demand as well, such as pothole repair, tree trimming, water line repairs, animal control, etc. These processes can all be improved by implementing queuing disciplines such as first-come-first-served, and priority management. Citizen issues can be prioritized on some scale and addressed according to highest priority, or they can be addressed on a first-come-first-serve basis.

What benefits, if any, could queuing have in the public sector?

Benefits of queuing can include fiscal benefits and customer service benefits. Fiscal benefits can occur by analysis of supply and demand for services, and budgeting accordingly. Queuing can also help in understanding backlog, or deferred maintenance, needs for budgeting. On the customer service side, queuing can provide a framework for how citizen needs and concerns are addressed. This framework should be transparent, and educating the public on how their needs are addressed provides a better educated citizenry that is going to understand the process, and not feel like they are being blown off by public managers.

References

Cooper, R. (2000). Queuing Theory. Encyclopedia of Computer Science (4th ed.), 1496-1498. Retrieved from http://www.cse.fau.edu/~bob/publications/encyclopedia.pdf.

Ferreira, M. A. M., & Andrade, M., Filipe, J. A., Coelho, M. P. (2011). Statistical queuing theory with some applications. International Journal of Latest Trends in Finance & Economic Sciences, 1(4), 190-185. Retrieved from http://ojs.excelingtech.co.uk/index.php/IJLTFES/article/viewFile/413/213.

Thiagaraj, H. B., & Seshaiah, C. V. (2014). A Queueing model for airport capacity and delay analysis. Applied Mathematical Sciences, 8(72), 3561–3575. doi:10.12988/ams.2014.43179.